New Business Development in Practice

NBD405 New Business Development in Practice

  • Topics

    Topics

    The purpose of the NBD in Practice course is to provide students a platform where they can work on practice-based new business development projects. In these projects, a mentor group will guide the student teams. The mentors share their experience with the student team and provides council to the students.

    The practice course starts with compulsory whole-day seminars that go in depth on topics necessary for completing a project and for adhering to the profile standards for project discipline. During these seminars the student groups:

    • will meet the mentor who will introduce them to the company, the new business development problem/challenge.
    • attend a skill seminar in teamwork and team management skills.
    • attend a skills seminar focusing on methods and guidelines to work with a real-life project.

    During the seminar section, the course coordinator orchestrates the forming of student teams and matching of student teams with a case project.

  • Learning outcome

    Learning outcome

    Knowledge outcomes

    Upon successful completion the candidate:

    • has advanced knowledge about new business development processes and how new business models /projects are developed.
    • is able to make critical reflections regarding his/hers practice-based learning.
    • has highly developed knowledge of what kind of resources, networks, competences and strategies that is necessary to advance innovative and entrepreneurial ideas.

     

    Skills outcome

    Upon successful completion the candidate:

    • has acquired skill in applying theories, knowledge and tools relevant within innovation, entrepreneurship and new business development.
    • is able to take a position in a student team and participate in interactive processes with mentors and other networks.
    • is able to take strategical and knowledge-based decisions during the project process.
    • can access and mobilize the necessary external resources, knowledge and networks

     

    Competence outcome Upon successful completion the candidate:

    • can plan and execute various tasks, both individually and in groups, that take place over a longer period of time and which are in line with ethical requirements and guidelines.
    • is able to disseminate knowledge on theories, problems and solutions in writing, orally and other relevant means.
    • can exchange viewpoints and experience with others based with the point of departure in theories within innovation and entrepreneurship with the purpose to develop good practice.
    • is able to develop a new business development idea into an advanced business plan/business model.
    • is able to mobilize necessary resources to advance project-based assignments.
    • is able to take strategically and knowledge-based decisions to develop the new business development plan.

  • Teaching

    Teaching

    In the start of the semester, the students participate in a series of compulsory whole-day seminars where they are introduced to:

    • Design Thinking
    • Lean
    • Team and Team management
    • Networking
    • Creativity Workshop

    During this first week students are placed into teams and are introduced to their case company. Each team is guided by a mentor group  throughout the course. This introductory week is crucial and attendance is compulsory.

    When taking part in the course, you will become part of a team supervised by a mentor, and cooperate with a selected business. To make sure we have enough case companies and mentors we need to know in advance how many students plan to attend the course. Registration for the course will start at the end of the fall semester. When registering for the course, we expect that students will commit to follow this course.

  • Recommended prerequisites

    Recommended prerequisites

    Courses in entrepreneurship, innovation strategy, finance, marketing and other relevant courses for entrepreneurial and innovation projects

  • Requirements for course approval

    Requirements for course approval

    The schedule requires a significant effort from the candidates, both during and between the gatherings. It is therefore necessary that each group agrees with a group leader who manages the work in the future. At each gathering, the groups will have to account for the progress of the work. The course has been set up interactively, which involves extensive contact between students, companies and course managers.

    Consequently, the course approval is based on the following:

    • participation in the group work,
    • handing in of the group-based assignment, and
    • participation during the startup week is compulsory

  • Assessment

    Assessment

    Assessment (might be subject to change).

    Exam in three parts:

    1)     Evaluation is based on a project report (team work) (60% of the final assessment).

    2)     One individual reflection report  of the final assessment (10% of the final assessment).

    3)     Presentation and oral examination of the business model/project results to an external jury (team work) (30%of the final assessment).

    All parts must get a passing grade in order to get a final grade for the course

  • Grading Scale

    Grading Scale

    Grading scale: A-F

  • Semester

    Semester

    Spring. First time spring 2019.

  • Literature

    Literature

    (might be subject to change)

    Maurya, Ash (2012). Running LEAN. Iterate from plan A to a plan that works. O' Reilly, Eric Ries, Series editor

    Curedale, R. (2016). Design Thinking. Process & Methods. 2nd edition. Design Community College, USA.

    Articles covering the themes: Team management/creativity, Design Thinking, Lean Start up

    Obligatory articles and book chapters will be made available on Canvas. With the exception of the reading for the first seminar, the articles will be posted.  

Overview

ECTS Credits
7.5
Teaching language
English
Semester
Spring

Course responsible

Spring 2019: Bram Timmermans, Department of Strategy and Management, NHH